Critical planning and analysis role and department leadership at the University of South Alabama Health System, including USA Health University Hospital, USA Health Children's & Women's Hospital, Mitchell Cancer Institute, and Physician Enterprise in the southern Alabama, southeastern Mississippi, and west Florida markets. Responsibilities include:* Strategic Planning* Operational Analysis & Planning* Strategic Initiatives - Program Management & Benefits Realization* Data and Analytics Platform Development* Business Model Analysis / Financial Analysis / Business Case Development* Business & Competitive Intelligence* Operational Performance Management* Dashboards & Leadership Controls* Patient Quality & Safety Benchmarking

Advancing strategic and tactical decision making for the healthcare industry through in-depth analysis and insight generation for key market dynamics and performance information. Clients of Point!Guide™ publications and Myers Advisory services include healthcare providers (hospitals, IDSs, and ACOs) as well as HIT vendors and professional services providers supporting rapid industry evolution toward value-based care.

Interim Chief Financial Officer responsible for health system finances (hospital, home heath, hospice, specialty pharmacy, and rural health clinic). Responsibilities include monthly close processes, payroll, provider relief fund filings, cost reporting, and ongoing financial strategy.

Career evolution beginning with the formation of a startup subsidiary and progressing through managing corporate strategy as well as improving engineering and sales functions at the company. Improved internal capabilities and external market position through the use of targeted transformation initiatives—based on formulation of the company’s first-ever formal strategic plan. Examples of key business results include:• Streamlined product offering to align with market expectations; established product management function along with product playbooks and go-to-market strategies• Led sales and marketing department and hired new sales EVP. Implemented Miller Heiman sales process with formal pipeline management (funnel stage and competitive status), which resulted in significantly increased sales.• Led engineering department and implemented an agile / scrum development methodology over the course of 14 months. Successfully segmented the team to focus on new development while reducing support backlog. Established product steering committee to ensure business priorities were maintained.• Established a strategic planning process and conducted a series of shareholder and executive workshops to analyze market conditions (Porter’s Five Forces), assess the competitive landscape, and document internal capabilities (SWOT). Resulting plan included a series of internal and external strategies to maintain competitive advantage and served to align and grow the company.• Developed a roadmap for master data and core systems (financial, sales, and support) integration. Achieved synchronization of systems and data for reduced costs, better business visibility, and more customer-friendly processes.• Standardized pricing across the product portfolio so that it would scale by client size and type of healthcare provider. Implemented new quoting process to standardize term length and add-on product modules. Resulted in significant improvements to overall bookings.

Sold, managed, and delivered consulting engagements to Fortune 500 and other large and midsize companies across a range of strategy and customer relationship functions: sales & marketing (B2C, B2B & e-commerce), support, and service. Clients included consumer electronics, technology, industrial / manufacturing, telecommunications, and healthcare companies. Worked with C-level sponsors and their staffs to analyze current conditions, prepare roadmaps / transformation plans, and to selectively assist with their execution. Identified and delivered significant value through cost saving and revenue growth initiatives:• Challenge: Major consumer electronics company lacked an e-commerce channelEstablished an e-commerce strategy to work with existing direct channels, resulting in additional revenue and enhanced brand awareness. Managed build-out of e-commerce platform and marketing programs (group purchasing, email, employee purchase, and loyalty programs).• Challenge: Consumer products client lacked appropriate customer satisfaction focusEstablished a customer satisfaction program with a roadmap of initiatives across the full spectrum of customer touchpoints. Consumer focus groups held to identify pain points during company interactions; implemented technology and process changes to address across multiple business units.• Challenge: Client’s national call center was highly fragmented and inefficientPerformed an in-depth contact center assessment to determine optimum call routing and queue sizes based on products being supported and call metrics. Identified significant savings by collapsing queues and targeting training to improve average call and wrap time.• Challenge: Facilities management client had a disjointed customer interface modelConducted a large-scale customer relationship study, interviewing nearly 50 clients nationwide to determine true wants and needs. Identified the need for single-point-of-contact for clients that crossed company business units.

Managed vendor selection, negotiation, and buildout of a $300 million cellular network in the Southeast. Optimized ongoing capital investments (~$1.5 billion) from startup through IPO phases, including acquisition by TeleCorp and again by AT&T Wireless. Served as Transition Officer for subsequent business integration.

Career growth from system-level engineering to product management and ultimately to account management of a regional $450 million network buildout with Powertel. Full client responsibility including sales, implementation, and support activities. Engineering of innovative PCS technologies such as wireless over cable television systems.